Creating a Workplace Environment and Culture for Our Teammates

When I was promoted to the new role of chief people and administrative officer, a few of my colleagues and friends asked, “What does that mean?” “What are your new responsibilities?”

I was glad they asked the questions because I was eager and excited to talk about my expanding role and the level of support Midmark put behind that title.

It gave me the opportunity to talk about our leadership team’s shared belief that you can’t take care of your customers unless you first take care of your teammates (employees). At Midmark, we reference our employees as teammates because they demonstrate support and respect for one another every day and always have.

The company’s investment in our most important asset—our people—is one that allows a consistent, focused commitment to our teammates’ health, safety and well-being that is deeply ingrained into our culture.

I explained how this title not only illustrates that commitment and belief but also acts as a rallying cry for my team—a team comprised of various groups, including HR, corporate communications, enterprise learning, corporate events, philanthropy and the executive administrative assistants.

The work my team does supports every aspect of the Midmark #culture that our teammates are so passionate about. At Midmark, we care for each other, we care for our customers and we care for our communities. We understand the decisions we make every day have an impact.

To build and maintain a successful, inviting culture, there needs to be engagement and commitment at every level of the company. At Midmark, our company leadership leads by example, emulating the culture and setting the stage for what is expected. However, our culture lives and breathes because of our teammates.

It is our goal to ensure Midmark remains a company where people want to work and our workplaces are spaces where our teammates want to be. While this has been our focus for years, the new title formalizes it.

I remember a Forbes article I read last year, “What Do Newer Generations of Employees Want, And Can Your Business Adjust?” The article focused on how companies need to shift their practices to appeal to the next generation of employees. It provided four workplace factors significant to younger workers:

1. They expect their views to be noticed and acted on.
2. They want a personalized and easy-to-use work experience.
3. They want to believe in the value of their work and their company’s purpose.
4. They seek shared experiences but want the flexibility to support their interests.

After reading the article, I realized that Midmark could meet those expectations. We listen to our teammates. We offer the work environment and tools that spur innovation and excitement. We show them how the work they are doing is making a difference in #healthcare. We provide shared experiences and the opportunity for them to pursue their interests.

Since we’ve been at this for a few years, we’ve seen that not just the newer generations value these factors. Many of our more seasoned teammates have told me how much they appreciate a particular program, amenity or initiative my team has spearheaded. Even though we offer work flexibility, we are finding that most of our teammates look forward to coming into the offices.

While we’ve seen great success with our efforts, especially when recruiting new talent and retaining existing teammates, we understand we can never become complacent. There is always more we could be doing.

Recently, we’ve incorporated The Human Deal from Gartner® into our effort to maintain a workplace culture and environment that focuses on our teammates. We’ve connected The Human Deal framework to our corporate values and integrated it into our leadership development program. 

The Human Deal offers a more human-centric employee value proposition that comprises five components:

1.     Deeper connections. Helping employees feel understood by strengthening their family and community connections, not just work relationships.

2.     Radical flexibility. Empowering employees to feel autonomous by providing flexibility on all aspects of work, not just when and where they work.

3.     Personal growth. Ensuring that employees feel valued by helping them grow as people, not just as professionals.

4.     Holistic well-being. Reinforcing that employees feel cared for by ensuring they actually use holistic wellbeing offerings, not just make them available.

5.     Shared purpose. Making sure employees feel invested in the organization by championing action by the organization on societal and cultural issues.

There is a shared understanding at Midmark that this is how we should treat our teammates. We support them at their best and care for them at their worst. Not only is it the right thing to do, but it is also vital to the continued success and growth of the business.

A common phrase often used by members of our leadership team is, “because Midmark Teammates know the company stands behind them, they will stand behind our customers.”

I’ve seen first-hand how true this is. I’ve seen our teammates go above and beyond for our customers. Not because they were forced to but because they wanted to. And all of this does not go unnoticed by our customers.

During visits to our design and experience centers in Versailles, customers have commented on how our teammates make them feel genuinely welcome. They’ve also commented on the inviting environment. I’ve even had a couple ask if we were hiring.

Our teammates’ families have seen first-hand the positive differences Midmark has made in their lives and in those around them. Even when our teammates’ family members visit us, they comment on what Midmark has meant to their families and the community over the years.

These moments genuinely exemplify the important meaning and purpose of my new title and the goals we are achieving to support our Midmark Teammates. 

To learn more about Midmark, visit midmark.com/careers.